Once marketing is recognized as an important investment for the library, planning for a strategic marketing plan must begin. If a library is "mature and well managed, it should have already completed an organization-wide strategic planning process (A&K, 2003, p.65)".
The organization must have a clearly defined mission with measurable objectives and goals that outline a realistic plan for achieving its purpose. The mission statement should be feasible, motivating, and distinctive (A&K, 2003, p.67) and all aspects of the strategic plan should be designed with this intent in mind.
An effective goal, for example, is one that Andresen claims passes the "champagne test." This destination must be "clear enough that when you get there, people will know to crack the bottle of champagne and celebrate" (Andresen, 2011). A&K confirm that "the mission of an institution suggests more about where that institution is coming from than where it is going. It describes what the institution is about rather than the specific objectives and goals it will pursue in the coming period. Objectives state the broad direction; goals then operationalize that direction, numerically if possible (p. 68)." This sense of direction is vital due to its impact on the organization's culture as well as the tactics the library takes to achieve its goals.
The library's internal culture should reflect the principles outlined by the mission, values, goals, and objectives since "best-run" organizations exhibit several common factors. According to A&K (2003), "the dominance and coherence of culture proved to be an essential quality of the excellent companies. Moreover, the stronger the culture and the more it was directed toward the marketplace, the less need was there for policy manuals, organization charts, or detailed procedures and rules. In these companies, people way down the line know what they are supposed to do in most situations because the handful of guiding values is crystal clear (p.70)." A successful organization can also be interpreted as one that exhibits the following characteristics: Customer-centered, Visionary, Differentiated, Sustainable, Easily communicated, Motivating, and Flexible (p.83). These principles should be kept in mind when crafting the library's strategic plan. A clear mission, values, objectives, and goals will help dictate everything from the library's staff culture to daily operations such as customer service.
Marketers must then look to external opportunities and threats in addition to internal strengths and weaknesses to identify what differentiated need the library fulfills. Key market segments must be identified and unique strategies customized to fit the needs of different customers. Competition should be recognized and evaluated and the larger operating environment surveyed. Throughout the planning process, "dynamic and ongoing customer research is crucial to provide library services and materials that meet complex needs in ever-changing communities (Koontz, 2001, p.3)." Libraries have a variety of options available for gathering market data, including census reports and geographic mapping systems. Ideally, marketers will evaluate and use these resources to create the most comprehensive, fact-based picture of the community the library serves.
In the book Switch, one of my favorites, Dan and Chip Heath have great advice on setting a clear goal: It must pass the champagne test. In other words, is your destination clear enough that when you get there, people will know to crack the bottle of champagne and celebrate?
What is your organization’s champagne test?
Focus on the end result, not the how-to. We’re not here to decrease malnutrition: we’re here to make sure every child in school gets lunch. We’re not here to reduce unemployment, we’re here to put 100% of adults in our community in a job. You get the idea.
The clearer the destination, the more obvious the paths we choose - and the more inspirational the journey.
The organization must have a clearly defined mission with measurable objectives and goals that outline a realistic plan for achieving its purpose. The mission statement should be feasible, motivating, and distinctive (A&K, 2003, p.67) and all aspects of the strategic plan should be designed with this intent in mind.
An effective goal, for example, is one that Andresen claims passes the "champagne test." This destination must be "clear enough that when you get there, people will know to crack the bottle of champagne and celebrate" (Andresen, 2011). A&K confirm that "the mission of an institution suggests more about where that institution is coming from than where it is going. It describes what the institution is about rather than the specific objectives and goals it will pursue in the coming period. Objectives state the broad direction; goals then operationalize that direction, numerically if possible (p. 68)." This sense of direction is vital due to its impact on the organization's culture as well as the tactics the library takes to achieve its goals.
The library's internal culture should reflect the principles outlined by the mission, values, goals, and objectives since "best-run" organizations exhibit several common factors. According to A&K (2003), "the dominance and coherence of culture proved to be an essential quality of the excellent companies. Moreover, the stronger the culture and the more it was directed toward the marketplace, the less need was there for policy manuals, organization charts, or detailed procedures and rules. In these companies, people way down the line know what they are supposed to do in most situations because the handful of guiding values is crystal clear (p.70)." A successful organization can also be interpreted as one that exhibits the following characteristics: Customer-centered, Visionary, Differentiated, Sustainable, Easily communicated, Motivating, and Flexible (p.83). These principles should be kept in mind when crafting the library's strategic plan. A clear mission, values, objectives, and goals will help dictate everything from the library's staff culture to daily operations such as customer service.
Marketers must then look to external opportunities and threats in addition to internal strengths and weaknesses to identify what differentiated need the library fulfills. Key market segments must be identified and unique strategies customized to fit the needs of different customers. Competition should be recognized and evaluated and the larger operating environment surveyed. Throughout the planning process, "dynamic and ongoing customer research is crucial to provide library services and materials that meet complex needs in ever-changing communities (Koontz, 2001, p.3)." Libraries have a variety of options available for gathering market data, including census reports and geographic mapping systems. Ideally, marketers will evaluate and use these resources to create the most comprehensive, fact-based picture of the community the library serves.
Andresen, K. (2011, July 9). Does it pass the champagne test? Retrieved from http://www.nonprofitmarketingblog.com/comments/does_it_pass_the_champagne_test/
Resources
Does it pass the champagne test?
- Sat, July 09 2011
- Filed under: Marketing essentials
In the book Switch, one of my favorites, Dan and Chip Heath have great advice on setting a clear goal: It must pass the champagne test. In other words, is your destination clear enough that when you get there, people will know to crack the bottle of champagne and celebrate?What is your organization’s champagne test?
Focus on the end result, not the how-to. We’re not here to decrease malnutrition: we’re here to make sure every child in school gets lunch. We’re not here to reduce unemployment, we’re here to put 100% of adults in our community in a job. You get the idea.
The clearer the destination, the more obvious the paths we choose - and the more inspirational the journey.